Baptist Health Systems: Uses Technology to Improve Medication Management, Eli...clinicalsolutions
Baptist Health Systems uses McKesson Nursing Documentation to improve medication management and administration.
http://www.mckesson.com/en_us/McKesson.com/For%2BHealthcare%2BProviders/Hospitals/Nursing%2BSolutions/Nursing%2BSolutions.html
Memorial Health System Innovative Approach to CPOE Earns Robust Resultsclinicalsolutions
1) Memorial Health implemented McKesson's Horizon Expert Orders computerized physician order entry (CPOE) system to improve order accuracy, reduce medication errors and turnaround times, and automate clinical processes.
2) They first rolled it out to nurses to create a support system for physicians before rolling it out unit by unit, starting with neonatology who volunteered to go first.
3) Using CPOE, Memorial has increased order legibility and accuracy to 100%, reduced medication turnaround times by two hours on average, and reduced pharmacy call backs related to illegibility by 30%.
Cookeville Regional Medical Center in Cookeville, TN implemented pharmacy automation solutions from McKesson to improve patient safety, workforce productivity, and costs. The solutions included Horizon Meds Manager for order processing, PakPlus-Rx for packaging, ROBOT-Rx for automated dispensing, and MedCarousel for picking. This led to a 99.9% medication dispensing accuracy, avoiding over $1 million in potential adverse drug events annually, and a projected 136.5% return on investment over five years. The pharmacy director was initially reluctant but became convinced of the benefits of automation for patient care.
Wheaton Franciscan Healthcare implemented an integrated electronic health record (EHR) system across its hospitals and clinics to standardize clinical processes, improve quality of care, and reduce costs. The EHR solution from McKesson connected over 100 sites in multiple states and enhanced patient safety by reducing medication errors and misidentified specimens. After five years of use, the EHR has helped Wheaton realize over $70 million in financial benefits through increased productivity, improved billing processes, and decreased medical record expenses.
St. Vincent's Hospital implemented McKesson's clinical solutions including their electronic medical record, clinical data repository, pharmacy information system, medication administration system, and clinical documentation system to improve patient safety and access to information. This integrated clinicians with real-time patient data at the point of care. It helped reduce medication errors through automated dispensing cabinets, clinical alerts, and computerized physician order entry. These solutions supported St. Vincent's goals of safer, higher quality, and more efficient care through improved access to patient information for clinicians.
This document discusses strategies that hospitals have used to improve patient throughput and bed management. It describes how hospitals such as the University of Rochester Medical Center, University Hospital in San Antonio, Stony Brook University Hospital, Ingalls Health System, and Mississippi Baptist Medical Center implemented solutions like expanding observation units, adding bed czars, adopting full capacity protocols, and investing in bed management software. These changes helped reduce emergency department wait times, free up beds more quickly, and improve overall patient flow and capacity management.
- Alerts and reminders have the potential to improve patient safety but can also cause clinician frustration and "alert fatigue" if too many are nuisance alerts that provide little benefit.
- Successful alerts are specific, sensitive, clear, concise and support clinical workflow, allowing for safe, efficient responses. They include drug and lab alerts, practice and administrative reminders.
- Research found that drug interaction alerts, disease-drug contraindication alerts and dosing guidelines improved prescribing behaviors while unnecessary lab test repeats dropped with test result reminders.
Baptist Health Systems: Uses Technology to Improve Medication Management, Eli...clinicalsolutions
Baptist Health Systems uses McKesson Nursing Documentation to improve medication management and administration.
http://www.mckesson.com/en_us/McKesson.com/For%2BHealthcare%2BProviders/Hospitals/Nursing%2BSolutions/Nursing%2BSolutions.html
Memorial Health System Innovative Approach to CPOE Earns Robust Resultsclinicalsolutions
1) Memorial Health implemented McKesson's Horizon Expert Orders computerized physician order entry (CPOE) system to improve order accuracy, reduce medication errors and turnaround times, and automate clinical processes.
2) They first rolled it out to nurses to create a support system for physicians before rolling it out unit by unit, starting with neonatology who volunteered to go first.
3) Using CPOE, Memorial has increased order legibility and accuracy to 100%, reduced medication turnaround times by two hours on average, and reduced pharmacy call backs related to illegibility by 30%.
Cookeville Regional Medical Center in Cookeville, TN implemented pharmacy automation solutions from McKesson to improve patient safety, workforce productivity, and costs. The solutions included Horizon Meds Manager for order processing, PakPlus-Rx for packaging, ROBOT-Rx for automated dispensing, and MedCarousel for picking. This led to a 99.9% medication dispensing accuracy, avoiding over $1 million in potential adverse drug events annually, and a projected 136.5% return on investment over five years. The pharmacy director was initially reluctant but became convinced of the benefits of automation for patient care.
Wheaton Franciscan Healthcare implemented an integrated electronic health record (EHR) system across its hospitals and clinics to standardize clinical processes, improve quality of care, and reduce costs. The EHR solution from McKesson connected over 100 sites in multiple states and enhanced patient safety by reducing medication errors and misidentified specimens. After five years of use, the EHR has helped Wheaton realize over $70 million in financial benefits through increased productivity, improved billing processes, and decreased medical record expenses.
St. Vincent's Hospital implemented McKesson's clinical solutions including their electronic medical record, clinical data repository, pharmacy information system, medication administration system, and clinical documentation system to improve patient safety and access to information. This integrated clinicians with real-time patient data at the point of care. It helped reduce medication errors through automated dispensing cabinets, clinical alerts, and computerized physician order entry. These solutions supported St. Vincent's goals of safer, higher quality, and more efficient care through improved access to patient information for clinicians.
This document discusses strategies that hospitals have used to improve patient throughput and bed management. It describes how hospitals such as the University of Rochester Medical Center, University Hospital in San Antonio, Stony Brook University Hospital, Ingalls Health System, and Mississippi Baptist Medical Center implemented solutions like expanding observation units, adding bed czars, adopting full capacity protocols, and investing in bed management software. These changes helped reduce emergency department wait times, free up beds more quickly, and improve overall patient flow and capacity management.
- Alerts and reminders have the potential to improve patient safety but can also cause clinician frustration and "alert fatigue" if too many are nuisance alerts that provide little benefit.
- Successful alerts are specific, sensitive, clear, concise and support clinical workflow, allowing for safe, efficient responses. They include drug and lab alerts, practice and administrative reminders.
- Research found that drug interaction alerts, disease-drug contraindication alerts and dosing guidelines improved prescribing behaviors while unnecessary lab test repeats dropped with test result reminders.
PCMH implementation, highly associated with important outcomes for both patients and providers. The rate of emergency department visits was significantly
lower in sites with more PCMH effective implementation. Efficient PCMH implementation favorably associated with patient satisfaction, staff burnout, quality of care, and use of health care services.
- Clinical decision support (CDS) aims to improve healthcare decisions and outcomes by providing clinicians with relevant patient information and clinical knowledge. However, CDS has not been widely adopted by clinicians.
- Effective CDS provides the right information to the right person in the right format through the right channels at the right time. It can take many forms, including alerts, order sets, and guidelines.
- CDS helps with administrative tasks, managing clinical complexity, controlling costs, and supporting clinical decision-making. However, poor design can also lead to unintended consequences like alert fatigue.
This document discusses several topics related to healthcare finance and quality reporting systems:
1) It summarizes the goals of the Physician Quality Reporting System (PQRS) and Value-Based Purchasing System (VBPS), including improving quality of care and tying reimbursement to quality metrics.
2) It outlines the roles of Health Information Management professionals in supporting these programs through data analytics and quality reporting.
3) It describes the roles of Quality Improvement Organizations in ensuring accurate medical coding and documentation for reimbursement.
4) It provides an overview of several laws and acts aimed at reducing healthcare fraud, including the Anti-Kickback statute and their effects on providers.
Using clinical co-management to improve quality and keep physiciansCurtis Bernstein
Reviews governmental direction for the development of clinical co-management agreements; Describes appropriate structure and development of fair market value compensation for services provided under a clinical co-management agreement.
The document discusses the Perioperative Surgical Home (PSH), a new patient-centered care model that aims to improve health outcomes, healthcare delivery, and reduce costs through coordinated care from pre-operation through 30 days post-discharge. The PSH builds upon prior models like fast-track surgery and Enhanced Recovery After Surgery (ERAS) programs, coordinating all aspects of perioperative care to improve the patient experience and surgical outcomes at a lower cost. The American Society of Anesthesiologists supports the PSH model as a way to address issues with the current fragmented and costly perioperative system.
NDNQI is a national nursing quality measurement program administered by the University of Kansas School of Nursing that collects nursing-sensitive quality indicator data from over 1,400 participating U.S. hospitals. It provides facilities with unit-level performance reports comparing data to national averages to help improve patient safety and the quality of nursing care. NDNQI indicators reflect the structure, process and outcomes of nursing care. Participating hospitals benefit from the opportunity to evaluate their nursing performance, establish improvement goals, and track progress over time using the timely, research-based comparative reports.
Improve Nursing Performance and Staff Engagement using the CLIPSE Model April...iCareQuality.us
Implementing a continuous daily improvement (CDI) program is a simple standardized approach to reducing clinical variability in patient care delivery settings. The CLIPSE model engages front-line care providers using a collaborative, professional peer-peer process, and may positively impact patient outcomes, cost of care, patient safety, and quality improvement initiatives at the point of care (POC).
The document discusses proposed actions to improve emergency room wait times in Nova Scotia hospitals. It identifies several key issues contributing to long wait times, including a shortage of hospital beds, increased use of emergency rooms by aging patients and alternate level of care (ALC) patients, and government funding cuts. It then proposes several multi-pronged strategies to address wait times by improving patient flow, reducing overcrowding and overuse of emergency rooms, and decreasing the number of ALC patients. Specifically, it suggests implementing triage-driven patient placement, expanding fast-track areas, improving access to diagnostics, and enhancing patient transfers to reduce backlogs in emergency rooms.
This document discusses the efforts of Partners HealthCare, a large integrated health care system, to develop a common patient safety strategy across their network.
Key elements of their approach include appointing a central Patient Safety Officer to coordinate efforts. This officer formed an Advisory Group of local experts and a Patient Safety Leaders Group of representatives from each institution. The Leaders Group meets monthly to coordinate projects and share results.
Early milestones include implementing executive leadership rounds to discuss safety, developing accountability principles, creating a common incident reporting system, and agreeing to implement computerized physician order entry across all hospitals. This work has increased awareness of patient safety issues within the network.
The November 2011 issue of Medical Solutions magazine from Siemens focuses on innovations in healthcare technology and delivery. It describes how partnering with Siemens to build and maintain hospitals can improve performance by combining the latest technology with ongoing support. The issue also explores advances in imaging for breast cancer detection, diagnosing alcohol abuse, upgrading urology systems, and using integrated healthcare IT solutions. Additionally, it examines medical tourism and competitiveness in magnetic resonance imaging.
PGodfrey_Automation of Utilization ManagementPaul Godfrey
This document discusses a project to automate utilization management processes at Montefiore Care Management Organization using the Epic Tapestry system. The current system, CCMS, is not fully automated and leads to delays. Automating processes like authorization requests and notifications between facilities could improve patient outcomes and reduce costs. The project objectives are to streamline intake of authorization requests, apply validation checks, and route tasks. Stakeholders include various Montefiore departments and Epic. The plan is to implement Tapestry in phases, test functionality, and train staff on the new system to transition from the legacy CCMS system.
A clinical information system (CIS) integrates various technologies to provide a centralized repository of patient information to help clinicians make decisions. Key players in choosing, implementing, and revising a CIS include nurses, physicians, pharmacists, hospital administration, support staff, IT personnel, patients/families, and other health professionals. An effective CIS contains components like the electronic health record, order entry, decision support, and communication tools to safely and efficiently deliver patient care.
Lehigh Valley Hospital and Health Network was facing rising patient demand and an inability to manage capacity, resulting in increased ambulance diversions and long wait times. They used McKesson Performance Analytics to integrate and analyze clinical and financial data from across their systems. This identified inefficiencies and allowed them to formulate over 50 interventions to improve processes and patient flow. As a result, they reduced ambulance diversions by over 80%, cut ED wait times by 23.5%, and decreased bed turnaround time from 210 minutes to 60 minutes on average, allowing them to meet capacity demands despite growth.
Business Intellignece for Healthcare OrganizationsSankar Annamalai
This document discusses how business intelligence (BI) can help healthcare organizations manage and interpret vast amounts of healthcare data to improve quality of patient care while reducing costs. It outlines some of the key challenges healthcare organizations face with managing healthcare data from different systems. BI solutions can integrate data from various sources and applications to provide analytics and insights that help healthcare executives make more proactive, data-driven decisions to focus on their main goal of patient care.
This document provides an overview of the methods used to conduct a literature review on contraceptive stockouts. Published literature was identified through searches of PubMed, JSTOR and Google Scholar. Grey literature was identified through Google searches and reviews of organizational websites. The purpose of the review was to summarize existing data on the impact of contraceptive stockouts and inform research and advocacy efforts. Key findings of the literature review are summarized in the executive summary.
This document discusses decision support systems (DSS) in healthcare. It begins by defining DSS as computer-based systems that aid decision-making. It then explains how DSS can help ensure correct medical diagnoses and reduce risks of drug reactions. The document also discusses how data warehousing and data mining are important components of DSS, allowing trends to be discovered in large datasets. Finally, it outlines some challenges in implementing DSS, such as high costs and debates around calculating costs and benefits.
Presented by:
The Provincial MedRec Team
Ian Creurer, Greg Duchscherer, Meenakshi Kashyap, Christine Lazzer, Dawn McDonald, Dawn Vallet-MacDonald, and Gingie Welsh
Quality in healthcare refers to adhering to predetermined specifications and standards to meet patient needs. Over time, quality practices evolved from craftsmanship to focusing on processes through thinkers like Shewhart and Deming. Donabedian introduced structure-process-outcome measures for assessing quality. National and international organizations like JCAH, ISO, and NABH were formed to standardize healthcare quality. NABH accreditation involves an application process, onsite assessments, and meeting standards in areas like patient care, management, and information systems to certify high quality care.
McKesson Delivers Medication Safety to St. Vincent's High-Tech, High-Touch Careclinicalsolutions
discover how St. Vincent's improved medication safety with healthcare it solutions from McKesson Medication Safety http://www.mckesson.com/en_us/McKesson.com/For%2BHealthcare%2BProviders/Hospitals/Patient%2Band%2BMedication%2BSafety/Patient%2Band%2BMedication%2BSafety.html
Memorial Health System Innovative Approach to CPOE Earns Robust Results clinicalsolutions
Memorial Health System Innovative Approach to CPOE Earns Robust Results
http://www.mckesson.com/en_us/McKesson.com/For%2BHealthcare%2BProviders/Hospitals/Patient%2Band%2BMedication%2BSafety/Patient%2Band%2BMedication%2BSafety.html
The document summarizes the Special Care Center, a service created by AtlantiCare to provide coordinated care for patients with chronic conditions. The Special Care Center aims to (1) manage chronic conditions effectively through a patient-centered medical home model, (2) reduce healthcare costs by focusing on preventative care and avoiding unnecessary emergency visits and hospitalizations, and (3) improve patient outcomes by providing integrated care, health coaching, open access to providers and services, and an emphasis on the patient experience. Since opening in 2007, the Special Care Center has expanded its services and grown to over 2,600 enrolled patients.
PCMH implementation, highly associated with important outcomes for both patients and providers. The rate of emergency department visits was significantly
lower in sites with more PCMH effective implementation. Efficient PCMH implementation favorably associated with patient satisfaction, staff burnout, quality of care, and use of health care services.
- Clinical decision support (CDS) aims to improve healthcare decisions and outcomes by providing clinicians with relevant patient information and clinical knowledge. However, CDS has not been widely adopted by clinicians.
- Effective CDS provides the right information to the right person in the right format through the right channels at the right time. It can take many forms, including alerts, order sets, and guidelines.
- CDS helps with administrative tasks, managing clinical complexity, controlling costs, and supporting clinical decision-making. However, poor design can also lead to unintended consequences like alert fatigue.
This document discusses several topics related to healthcare finance and quality reporting systems:
1) It summarizes the goals of the Physician Quality Reporting System (PQRS) and Value-Based Purchasing System (VBPS), including improving quality of care and tying reimbursement to quality metrics.
2) It outlines the roles of Health Information Management professionals in supporting these programs through data analytics and quality reporting.
3) It describes the roles of Quality Improvement Organizations in ensuring accurate medical coding and documentation for reimbursement.
4) It provides an overview of several laws and acts aimed at reducing healthcare fraud, including the Anti-Kickback statute and their effects on providers.
Using clinical co-management to improve quality and keep physiciansCurtis Bernstein
Reviews governmental direction for the development of clinical co-management agreements; Describes appropriate structure and development of fair market value compensation for services provided under a clinical co-management agreement.
The document discusses the Perioperative Surgical Home (PSH), a new patient-centered care model that aims to improve health outcomes, healthcare delivery, and reduce costs through coordinated care from pre-operation through 30 days post-discharge. The PSH builds upon prior models like fast-track surgery and Enhanced Recovery After Surgery (ERAS) programs, coordinating all aspects of perioperative care to improve the patient experience and surgical outcomes at a lower cost. The American Society of Anesthesiologists supports the PSH model as a way to address issues with the current fragmented and costly perioperative system.
NDNQI is a national nursing quality measurement program administered by the University of Kansas School of Nursing that collects nursing-sensitive quality indicator data from over 1,400 participating U.S. hospitals. It provides facilities with unit-level performance reports comparing data to national averages to help improve patient safety and the quality of nursing care. NDNQI indicators reflect the structure, process and outcomes of nursing care. Participating hospitals benefit from the opportunity to evaluate their nursing performance, establish improvement goals, and track progress over time using the timely, research-based comparative reports.
Improve Nursing Performance and Staff Engagement using the CLIPSE Model April...iCareQuality.us
Implementing a continuous daily improvement (CDI) program is a simple standardized approach to reducing clinical variability in patient care delivery settings. The CLIPSE model engages front-line care providers using a collaborative, professional peer-peer process, and may positively impact patient outcomes, cost of care, patient safety, and quality improvement initiatives at the point of care (POC).
The document discusses proposed actions to improve emergency room wait times in Nova Scotia hospitals. It identifies several key issues contributing to long wait times, including a shortage of hospital beds, increased use of emergency rooms by aging patients and alternate level of care (ALC) patients, and government funding cuts. It then proposes several multi-pronged strategies to address wait times by improving patient flow, reducing overcrowding and overuse of emergency rooms, and decreasing the number of ALC patients. Specifically, it suggests implementing triage-driven patient placement, expanding fast-track areas, improving access to diagnostics, and enhancing patient transfers to reduce backlogs in emergency rooms.
This document discusses the efforts of Partners HealthCare, a large integrated health care system, to develop a common patient safety strategy across their network.
Key elements of their approach include appointing a central Patient Safety Officer to coordinate efforts. This officer formed an Advisory Group of local experts and a Patient Safety Leaders Group of representatives from each institution. The Leaders Group meets monthly to coordinate projects and share results.
Early milestones include implementing executive leadership rounds to discuss safety, developing accountability principles, creating a common incident reporting system, and agreeing to implement computerized physician order entry across all hospitals. This work has increased awareness of patient safety issues within the network.
The November 2011 issue of Medical Solutions magazine from Siemens focuses on innovations in healthcare technology and delivery. It describes how partnering with Siemens to build and maintain hospitals can improve performance by combining the latest technology with ongoing support. The issue also explores advances in imaging for breast cancer detection, diagnosing alcohol abuse, upgrading urology systems, and using integrated healthcare IT solutions. Additionally, it examines medical tourism and competitiveness in magnetic resonance imaging.
PGodfrey_Automation of Utilization ManagementPaul Godfrey
This document discusses a project to automate utilization management processes at Montefiore Care Management Organization using the Epic Tapestry system. The current system, CCMS, is not fully automated and leads to delays. Automating processes like authorization requests and notifications between facilities could improve patient outcomes and reduce costs. The project objectives are to streamline intake of authorization requests, apply validation checks, and route tasks. Stakeholders include various Montefiore departments and Epic. The plan is to implement Tapestry in phases, test functionality, and train staff on the new system to transition from the legacy CCMS system.
A clinical information system (CIS) integrates various technologies to provide a centralized repository of patient information to help clinicians make decisions. Key players in choosing, implementing, and revising a CIS include nurses, physicians, pharmacists, hospital administration, support staff, IT personnel, patients/families, and other health professionals. An effective CIS contains components like the electronic health record, order entry, decision support, and communication tools to safely and efficiently deliver patient care.
Lehigh Valley Hospital and Health Network was facing rising patient demand and an inability to manage capacity, resulting in increased ambulance diversions and long wait times. They used McKesson Performance Analytics to integrate and analyze clinical and financial data from across their systems. This identified inefficiencies and allowed them to formulate over 50 interventions to improve processes and patient flow. As a result, they reduced ambulance diversions by over 80%, cut ED wait times by 23.5%, and decreased bed turnaround time from 210 minutes to 60 minutes on average, allowing them to meet capacity demands despite growth.
Business Intellignece for Healthcare OrganizationsSankar Annamalai
This document discusses how business intelligence (BI) can help healthcare organizations manage and interpret vast amounts of healthcare data to improve quality of patient care while reducing costs. It outlines some of the key challenges healthcare organizations face with managing healthcare data from different systems. BI solutions can integrate data from various sources and applications to provide analytics and insights that help healthcare executives make more proactive, data-driven decisions to focus on their main goal of patient care.
This document provides an overview of the methods used to conduct a literature review on contraceptive stockouts. Published literature was identified through searches of PubMed, JSTOR and Google Scholar. Grey literature was identified through Google searches and reviews of organizational websites. The purpose of the review was to summarize existing data on the impact of contraceptive stockouts and inform research and advocacy efforts. Key findings of the literature review are summarized in the executive summary.
This document discusses decision support systems (DSS) in healthcare. It begins by defining DSS as computer-based systems that aid decision-making. It then explains how DSS can help ensure correct medical diagnoses and reduce risks of drug reactions. The document also discusses how data warehousing and data mining are important components of DSS, allowing trends to be discovered in large datasets. Finally, it outlines some challenges in implementing DSS, such as high costs and debates around calculating costs and benefits.
Presented by:
The Provincial MedRec Team
Ian Creurer, Greg Duchscherer, Meenakshi Kashyap, Christine Lazzer, Dawn McDonald, Dawn Vallet-MacDonald, and Gingie Welsh
Quality in healthcare refers to adhering to predetermined specifications and standards to meet patient needs. Over time, quality practices evolved from craftsmanship to focusing on processes through thinkers like Shewhart and Deming. Donabedian introduced structure-process-outcome measures for assessing quality. National and international organizations like JCAH, ISO, and NABH were formed to standardize healthcare quality. NABH accreditation involves an application process, onsite assessments, and meeting standards in areas like patient care, management, and information systems to certify high quality care.
McKesson Delivers Medication Safety to St. Vincent's High-Tech, High-Touch Careclinicalsolutions
discover how St. Vincent's improved medication safety with healthcare it solutions from McKesson Medication Safety http://www.mckesson.com/en_us/McKesson.com/For%2BHealthcare%2BProviders/Hospitals/Patient%2Band%2BMedication%2BSafety/Patient%2Band%2BMedication%2BSafety.html
Memorial Health System Innovative Approach to CPOE Earns Robust Results clinicalsolutions
Memorial Health System Innovative Approach to CPOE Earns Robust Results
http://www.mckesson.com/en_us/McKesson.com/For%2BHealthcare%2BProviders/Hospitals/Patient%2Band%2BMedication%2BSafety/Patient%2Band%2BMedication%2BSafety.html
The document summarizes the Special Care Center, a service created by AtlantiCare to provide coordinated care for patients with chronic conditions. The Special Care Center aims to (1) manage chronic conditions effectively through a patient-centered medical home model, (2) reduce healthcare costs by focusing on preventative care and avoiding unnecessary emergency visits and hospitalizations, and (3) improve patient outcomes by providing integrated care, health coaching, open access to providers and services, and an emphasis on the patient experience. Since opening in 2007, the Special Care Center has expanded its services and grown to over 2,600 enrolled patients.
Medical Associates Clinic is a large multi-specialty practice in Iowa that was using inefficient paper-based processes. They implemented McKesson's Horizon Ambulatory Care EHR to improve communication and workflow. Initial results included a 40-80% reduction in transcription costs within 2 weeks for some specialties. Once fully implemented, the EHR is projected to save over $1.7 million annually through reduced paper/transcription costs and improved coding accuracy. Physicians can now document visits electronically, improving patient care.
Medical Associates Clinic is a large multi-specialty practice in Iowa that was using inefficient paper-based processes. They implemented McKesson's Horizon Ambulatory Care EHR to improve communication and workflow. Initial results included a 40-80% reduction in transcription costs within 2 weeks for some specialties. Once fully implemented, the EHR is projected to save over $1.7 million annually through reduced paper/transcription costs and improved coding accuracy. Physicians can now document visits electronically, improving patient care.
Discover how a large healthcare provider was able to decrease lost anesthesia drug charges by 40% and improve patient safety through improved Anesthesia management
Changing the paradigm in healthcare information technology Antony Sapbuddy
This document discusses how healthcare organizations can shift to a more proactive paradigm by integrating wellness, disease management, and post-acute care in the home. It recommends focusing on prevention, proactively managing episodes of care across different providers and locations, and using technology like telecommunication and home devices to better monitor patients. Analytics are also highlighted as a way to improve patient safety, operational efficiency, and comply with government reporting mandates by identifying risk areas and enhancing treatment quality.
Permanente Medicine is a physician-led, prepaid healthcare model that aims to invent the future of medicine. It prioritizes quality, consumer experience, and cost containment over profit. Permanente physicians have state-of-the-art facilities, technology-enabled tools like advanced EMR systems, and a culture of collaboration and continuous improvement. This allows Permanente Medicine to consistently earn top honors in performance and deliver integrated, coordinated, and patient-centered care.
The document discusses the patient-centered medical home (PCMH) model, which aims to transform primary care delivery in the US healthcare system. It describes the principles of the PCMH model, including having a personal, long-term relationship with a primary care provider and their care team. The document also notes challenges with the current US system, such as rising costs, lack of care coordination, and physician shortages. It argues that the PCMH model could help address these issues if implemented according to best practices.
Whitepaper - Operationalizing the Event-Driven Supply ChainTodd Tabel
The document discusses the complexity of the healthcare supply chain and the benefits of an event-driven supply chain approach. It notes that the healthcare supply chain involves over 650,000 organizations and faces more unpredictability than other industries due to variable patient needs. An event-driven supply chain connects separate actions into a contiguous chain, allowing any clinical event to trigger other necessary actions. This approach reduces inefficiencies, errors and costs while improving inventory management, financial reporting and decision making through integrated data and analytics.
Day in and day out, massive amounts of private and secure healthcare data are exchanged across the country. By connecting to the Surescripts network, doctors, pharmacists, and others can fill electronic prescriptions, review patient medication histories, report immunization records and exchange patient records. Each day, providers nationwide exchange valuable information through a single point of connectivity using our vendor neutral technology.
In 2014, the Surescripts network continued to grow, connecting more providers and exchanging more information than ever before.
Proactively managing surgery costs through patient engagement, shared decision-making, and a focus on quality can help lower healthcare spending and achieve better outcomes. Surgeries account for over 30% of company healthcare costs but many decisions are made without patients understanding all options. BridgeHealth's Surgery Benefit Management program identifies members considering major surgeries, provides education on alternative treatments, and assists in choosing high-quality providers to avoid unnecessary procedures and lower costs. Studies show this approach can reduce surgical spending by 20-30% by empowering informed decisions.
Proactively managing surgery costs through patient engagement, shared decision-making, and a focus on quality can help lower healthcare spending and achieve better outcomes. Surgeries account for over 30% of company healthcare costs but many decisions are made without patients understanding all options. BridgeHealth's Surgery Benefit Management program identifies members considering major surgeries, provides education on alternative treatments and quality providers, and assists in choosing highest quality options, aiming to avoid unnecessary procedures and lower costs. Studies show this approach can reduce surgical spending by 20-30% by empowering informed patient choices.
Kingley Health has developed an integrated healthcare model to more effectively treat chronic lifestyle diseases like obesity. It reorganizes traditional components like primary physicians and specialists under Wellness Advisors to provide coordinated care. This improves clinical outcomes and compliance rates compared to the fragmented status quo. Kingley Health also aims to enhance the customer experience through shorter wait times and a supportive environment. Financially, its model generates more revenue per visit than typical practices by billing each service separately while presenting an integrated experience to patients. The document outlines how Kingley Health addresses limitations of the current U.S. healthcare system in managing chronic conditions.
Proactively managing surgery costs through patient engagement, shared decision-making, and a focus on quality can achieve better outcomes and lower costs. Surgeries account for over 30% of healthcare costs but many decisions are made without full awareness of alternatives. BridgeHealth's Surgery Benefit Management program identifies members early in the surgical decision process, provides resources to help them make informed choices, and assists in choosing high-quality providers, with the goal of avoiding unnecessary procedures and reducing costs through engagement and quality. Studies show shared decision making and access to quality providers can reduce costs by 20-30%.
Drug Utilization in a regulated EnviormentAlok Anand
Tracking drugs across the supply chain in a regulated environment. This white paper brief on would be drug utilization approach of Life Science Industry. This white paper is just a step forward to show future life science industry process automation
Patient Safety in Indian Ambulatory Care settings By.Dr.Mahboob ali khan PhdHealthcare consultant
This document discusses patient safety in ambulatory care settings in India. It outlines three key factors that influence safety: patient and caregiver behaviors, provider-patient interactions, and the role of the community and health system. Common safety issues in ambulatory care include medication errors, diagnostic errors, poor care coordination and transitions. Improving safety will require reforms like using electronic health records more widely and engaging patients to take a more active role in managing their own care and acting as a check on the care they receive.
Accountable Care Organizations and Physician Joint Ventures .docxAMMY30
Accountable Care Organizations and Physician Joint Ventures
Jeffrey P. Harrison
Chapter 9
“I will continue with diligence to keep abreast of advances in medicine. I will treat without exception all who seek my ministrations, so long as the treatment of others is not compromised thereby, and I will seek the counsel of particularly skilled physicians where indicated for the benefit of my patient.”
—from The Hippocratic Oath (modern version)
Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale.
1
Learning Objectives
Demonstrate an understanding of the interparty relationships associated with healthcare joint ventures and accountable care organizations.
Understand some of the dynamics and controversies surrounding the concept of accountable care organizations as an alternative approach to the current marketplace.
Demonstrate a basic understanding of the patient-centered medical home with attention to how it supports network-based delivery systems.
Master the concept of physician–hospital alignment and health system integration including consumer, provider, and regulatory developments.
Assess the emerging role of medical groups and hospital-owned group practices across the continuum of healthcare services.
Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale.
2
Key Terms and Concepts
Accountable care organization (ACO)
Clinical integration
Equity-based joint venture
Hospitalist model
Integrated physician model
Medical foundation
Patient-centered medical home (PCMH)
Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale.
3
Introduction
A positive relationship between hospitals and physicians is important to the success of the US healthcare system, because hospitals and physicians can be both collaborators and competitors.
Many hospitals and healthcare systems have moved to various models of physician integration through which hospitals hope to capture market share and physicians seek financial security.
After the Affordable Care Act (ACA) was passed in 2010, physician–hospital alignment became driven by another factor: cost control and quality outcomes in the accountable care era (Reiboldt 2013).
Physicians work in a wide range of settings and serve in leadership positions that have significant responsibility for quality of care.
Copyright 2016 Foundation of the American College of Healthcare Executives. Not for sale.
4
Clinical Integration
What Is It?
Coordination of patient care between hospitals and physicians across the healthcare continuum— e.g., an accountable care organization (ACO).
Provides an opportunity to coordinate services through centralized scheduling, electronic health records, clinical pathways, management of chronic diseases, and innovative quality improvement programs.
Clinical integration is necessary to delivering high-quality, affordable care in the current environment (Jacquin 2014).
Clinical.
Real world Evidence and Precision medicine bridging the gapClinosolIndia
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Medication dispensing cabinets play key role in putting Bloomington at leading edge of patient safety
1. Case Study
Bloomington Hospital
Medication dispensing cabinets play key role
in putting Bloomington at leading edge of
patient safety
Overview Challenges
At a Glance As a leading hospital in Indiana, Prior to installing AcuDose-Rx medication
Bloomington Hospital enhances health dispensing cabinets, Bloomington faced
Bloomington Hospital by advancing the art and science of several challenges specific to medication
Bloomington, IN medicine through the use of new distribution on the nursing units:
technologies, procedures and care.
Bloomington Hospital has been innovative
• Medication distribution and
in providing quality health care to south
Prior to having any automation administration was subject to human
central Indiana communities for more than
a century. Bloomington Hospital is a not- technology, Bloomington developed error without an automated system
for-profit organization and has a patient a comprehensive medication safety • Turnaround times between order
base of 413,000 in 10 counties. strategy to dramatically improve the written and medication received were
safety of the medication process from perceived as too long by our nursing
Solution Spotlight the distribution center to the customers
– AcuDose-Rx® bedside. The strategy was comprised • There was no real-time automated
of four key elements—patient safety, tracking of medication usage,
Other Automation Solutions nursing workflow, pharmacy productivity overrides and controlled substance
and physician medication use. And when discrepancies
– NarcStation™
the focus was on a combination of • There were space issues for
– Horizon Meds Manager™
pharmacy productivity, nursing workflow medication storage
– MedCarousel® and patient safety, that’s where • Relationship between pharmacy and
AcuDose-Rx medication dispensing nursing was strained
Results cabinets fit seamlessly into the strategy.
– Dispense over one million doses a year Melby explained that everything at that
– Medication selection errors reduced from “Our overarching goal for this project time was manual, from the pharmacy
3700/year to 600/year with AcuDose-Rx was to use technology to ensure that our technician picking the patient specific
– Missing doses reduced from 150/day to processes were putting us at the leading and floor stock medications, to the nurse
to less than 25/day with AcuDose-Rx edge of patient safety in the medication dispensing and administering them. The
– After implementing automation, use process,” explained Michael Melby, nurses picked medications from patient
turnaround time from order receipt to director of pharmacy at Bloomington specific, 24-hour supply drawers, and
medication availability was reduced from Hospital. “And when we chose to the safety control was a visual check.
90 minutes to seven minutes implement McKesson Automation The nurses would reconcile controlled
– Improved nursing satisfaction solutions, we had the highest level of substances at the end of each shift.
– Stronger pharmacy-nursing relationship patient care and safety in mind. All of
the solutions we currently use, especially “With a manual process, there’s always a
our AcuDose-Rx medication dispensing potential for human error, and that was
cabinets, provide us that.” a huge concern.” added Melby. “Our
Automation Solutions